Three Key Elements for Successful Population Health Management

Transcription

1 Health Care Advisory Board Care Transformation Center RESEARCH BRIEFING Three Key Elements for Successful Population Health Management RESEARCH AND INSIGHTS PERFORMANCE TECHNOLOGIES CONSULTING AND MANAGEMENT TALENT DEVELOPMENT

2 QUESTIONS FOR HEALTH SYSTEM LEADERS What businesses should you be in? Who will your partners be? What is your role in the communities you serve?

3 Environmental forces are combining to cause major changes to our industry. The Baby Boomers have started enrolling in Medicare. Information and data are increasingly available and portable. Chronic disease incidence is reaching epidemic proportions. And health reform has set a new timeline for change. Together, these forces are pushing providers past the point of incremental change toward a new business model centered on delivery of comprehensive care and management of total cost risk. Organizations on the transition path to population health management must prioritize three foundational elements: Information-powered clinical decision-making Primary care-led clinical workforce Patient engagement and community integration Read on to learn about strategies progressive organizations are pursuing in each of these areas. Three Key Elements for Successful Population Health Management 1

4 Information-powered clinical decision-making Use robust patient data sets to support proactive, comprehensive care Operate within an integrated data network Position a leader to merge data analytics with clinical care Primary care-led clinical workforce Elevate PCP to CEO of care team Mobilize community workforce to extend care team reach Patient engagement and community integration Map services to population need Overcome non-clinical barriers to maximize health outcomes Integrate patient s values into the care plan Use community stakeholders to connect patients with high-value resources 2 Health Care Advisory Board Care Transformation Center

5 ONE Information-powered clinical decision-making Population health leaders need to focus on the data and information that will increasingly power clinical decisions. Today, the health care industry is building toward a vision of complete data integration, getting the right systems in place to work with each other. While this is no small feat in itself, the next challenge will be leveraging data to redesign care. Health systems will need to be able to use IT systems to advance clinical outcomes, improve quality, and lower costs. Ultimately, to achieve competitive advantage in your IT investments, you must be able to use the wealth of information at your disposal to deliver information-powered care to patients in real time. Three Key Elements for Successful Population Health Management 3

6 Use robust patient data sets to support proactive, comprehensive care If you re going to deliver information-powered care, you re going to need more regular access to information about patients health status. How do you get more information from patients about what they re doing when they re outside the four walls of the doctor s office? Henry Ford Health System connects data from annual Health Risk Assessments with annual primary care visits to develop personalized care plans. Beneficiaries who complete this process are enrolled in an expanded insurance plan, where a family of four can save over $1,000 in out-of-pocket health care expenses each year. 1 Connecting employees to their PCPs, getting an accurate assessment of health status, and intervening before problems ensue is already cutting costs. And the more you know about an individual, the more you can create unique care plans to meet the patient s needs. The P4 Medicine Institute is a collaboration between Ohio State University and the Institute for Systems Biology to track extensive sets of data related to patients total health. Each patient receives a customized diagnostic profile, including a physical exam and detailed biomarker analysis, which is the basis for an individual care plan. The plan is reinforced by real-time, ongoing biological screening and self-management support. The disease-risk analysis may predict future issues, allowing physicians to engage patients in behavioral modifications and interventions to slow or even prevent the onset of diseases. 1 $470 in out-of-pocket expenses on expanded insurance plan; $1,480 in out-of-pocket expenses on the standard plan. 4 Health Care Advisory Board Care Transformation Center

7 P4 is mostly an aspiration today, but hospitals have come a long way in their ability to use data to direct care. We ll continue to move forward on two fronts: 1 2 From thinking in terms of managing a population to using personalized information to create individually customized care plans From retrospective analysis to acting in real time to prevent adverse events Migrating Care Delivery Model to Offer Personal, Proactive Care Individual Health Profile Granularity of Data Population Molecular Claims Data Real-Time Clinical Data Disease Registry Biometric, Genetic Analysis Daily Home Monitoring Individual Retrospective Today Anticipatory Elapsed Time Ongoing access to and analysis of patient health information is the key to providing proactive, preventive care. Three Key Elements for Successful Population Health Management 5

8 Operate within an integrated data network To leverage data, you ll need an integrated network to allow information sharing across platforms within your organization s walls and across independent providers. Meaningful use has already started to reshape the IT investment landscape, and there were over 250 operational health information exchanges in Advances like HIEs also signal the decline of data ownership as a differentiator among providers. As data access becomes universal, organizations will set themselves apart by what they do with that data. Position a leader to merge data analytics with clinical care While CIOs continue to focus on building, refining, and maintaining the IT backbone, other leaders will need to figure out how to mine information from clinical and operational data, distill best practices, and create information-driven care plans. North Shore-Long Island Jewish Health System filled this need by creating the Chair of Population Health. Her team tracks the impact and results of pilot programs, determining which have the greatest measurable impact and thus should be offered to local businesses and the community at large. Every organization will need to differentiate its clinical services by leveraging and applying data analytics and find someone with the appropriate knowledge and credibility to lead the effort. 6 Health Care Advisory Board Care Transformation Center

9 TWO Primary care-led clinical workforce Advances in information-driven care will have a profound impact on the clinical workforce. In a data-powered world, the critical skills of the workforce are those that connect most directly to the laying on of hands and motivating patients to achieve better outcomes. Next-generation technology will support providers in advancing clinical care to help establish high-quality, low-cost care pathways. Technology will also allow providers to extend the reach of the workforce. And within care management, technology will play a supporting role as PCPs manage larger clinical teams and patient panels to help improve overall population health. Three Key Elements for Successful Population Health Management 7

10 Elevate PCP to CEO of care team When it comes to primary care, the critical issue for the future is shortage we re going to be short tens of thousands of PCPs by the end of this decade. And we re unlikely to fill the primary care gap with physicians alone. Instead, hospitals and health systems will need to build comprehensive primary care teams, with the PCP working as the quarterback to manage care across a range of providers including advanced practitioners, nurses, social workers, and other providers. Prioritize Top-of-License Practice from Entire Team PCP CEO of Care Team Team and operational manager, leadership decisions enable top-of-license practice Service oriented, strong interpersonal skills Financial, performance, and clinical information manager Traditional business competencies such as leadership, strategy, delegation are key Care Team Care Managers Effective communication skills crucial Team work ethic enables top-of-license practice Strong critical thinking competencies Longitudinal and proactive patient care focus Able to coordinate, manage non-clinical personnel 8 Health Care Advisory Board Care Transformation Center

11 With this training and new team structure, how big could a PCP s panel get? You can t push panel size too quickly PCPs must first get comfortable with new competencies like team-based care and integrated technology but you will need to accommodate more primary care demand. Additionally, managing the transition requires removing barriers in current incentives to encourage physician support of team-based care and panel expansion. Dean Health System has been actively converting primary care practices into medical homes since 2004, equipping primary care sites with teams of clinicians working at the top of their licenses. Technology provides additional access and support to patients outside of the practice walls. And Dean aligns the compensation model to the goals of the medical home. This ensures physicians are rewarded for meeting the care management needs of patients. Productivity Measures on the Way Out, Quality Measures On the Way In PCP Compensation 2006 PCP Compensation Productivity 98% Other 2% Productivity 60% 55% Other 20% Incentive Elements: Panel Size 35% Sample Metrics: Patient IT utilization 2 Efficient prescribing Patient satisfaction Quality PCPs will need to be comfortable managing a team of clinicians, which means they will need training in team management. Incentives should be aligned to population health management goals. 1 Total greater than 100%. 2 Percent patients active on the MyChart patient portal. Three Key Elements for Successful Population Health Management 9

12 Mobilize community workforce to extend care team reach The care team model likely also includes some new members specifically non-clinical workers who can help patients navigate the health care system and peers who can provide ongoing coaching and support. At Carondelet Health Network, a community health worker on the diabetes care team helps with basic tasks such as maintaining the registry or calling patients to remind them about upcoming appointments. They also help bridge language and cultural gaps between the patient and the care team. WellMed Medical Group has broadened its non-clinical workforce to include patient peers. Physicians select high-performing, well-managed diabetics who they think would be good mentors; the mentors participate in a four-day, 16-hour training course and then are matched with mentees identified by their doctors as needing additional self-management support. The program not only drove improvements in mentees health status mentors benefited, as well. Percent Increase in Blood Sugar Checks After Six Months of WellMed Medical Group Program 15% After (Mentors) 32% After (Mentees) To improve patient activation, put someone on the team potentially a non-clinical peer whom the patient can call with questions or for additional guidance and support. 10 Health Care Advisory Board Care Transformation Center

13 THREE Patient engagement and community integration The first two elements focus on competencies the health system needs to develop. The third element shifts the focus outward: how you relate to patients and ultimately your community. What place do you want to occupy in the health care ecosystem? If health care is to become patient-centric, where do you need to be? The challenge of becoming a patient-centered enterprise is that people do not want to be patients; providers are outside of the sphere of their day-to-day activities. If you are going to partner with patients in managing their health and especially if you are going to be at financial risk for the health of those patients you must integrate into patients daily lives. How far can, and should, the health system reach? You ll need to overcome non-clinical barriers to achieve the best outcomes, integrate patients values into the care plan, and communicate continuously with patients to address and bridge care gaps. Finally, you ll need to integrate community stakeholders who can connect patients with high-value resources, while expanding your reach beyond the clinical care continuum to anchor community health. Three Key Elements for Successful Population Health Management 11

14 Ellis Medicine Map services to population need Population managers must build connections across the entire care continuum. In Schenectady, N.Y., a health system has become an exemplar of matching service offerings to community need. The New York State Legislature created the Berger Commission to address statewide cost and utilization issues. The commission analyzed markets and determined that in Schenectady, a tertiary care hospital, a women s hospital, and a hospital treating many of the city s underprivileged residents should be merged into a single community provider. The leadership team used this mandate as a call to reevaluate community needs and match service offerings to those needs. Today, Ellis Medicine has an acute care hospital, with the two remaining facilities reenvisioned as a women s center and a comprehensive medical home. The Ellis Medicine Medical Home provides not only outpatient medical services and robust primary care but also dental care. Social and community services are integrated as well, creating a one-stop experience for all of the patient s health-related needs. For example, when community members come to the Ellis Medicine Medical Home, they also find a welcome center for the school district. Ellis Medicine Medical Home (former inpatient facility) Customer Services/ Patient Advocate Family Health Center Pediatric Health Center Imaging Conf. Room Lab Chapel PAT 1 Health Services Navigators Wound Care/ Infusion Therapy Dental Health Center Day Surgery Schenectady City School District Welcome Center Emergency Services 1 Pre-admission testing. 12 Health Care Advisory Board Care Transformation Center

15 At the start of this transformation, Ellis CEO reached out to other community organizations delivering health or social services to truly build a seamless continuum of patient-centered care. Twenty-five community leaders meet quarterly to improve collaboration and reduce duplication among community offerings. The results: Visits to the medical home are rising quickly, while ED visits at Ellis hospital remain stable. SPOTLIGHT Number of Visits to Family Health Center, Emergency Department 2,701 3,706 Family Health Center 2,118 2,080 Emergency Department January 2009 October 2010 Strengthening options across the continuum of care can simultaneously improve utilization patterns and better serve the community. Three Key Elements for Successful Population Health Management 13

16 Overcome non-clinical barriers to maximize health outcomes We know that a small minority of patients drive a disproportionate share of health care spending. For many of these patients, the greatest barrier to improving their health is not a clinical issue but a social or financial barrier. Massachusetts General Hospital joined the CMS Medicare Care Management for High-Cost Beneficiaries Demonstration to address the needs of their 2,500 highest-risk, costliest Medicare patients. The hospital assigned each patient to a comprehensive care team, which included a primary care physician, an experienced nurse case manager, a social worker, and a pharmacist. They also hired a non-clinical community resource specialist to work with the care teams, focusing on the non-clinical factors that influence clinical outcomes. If transportation problems prevent a patient from getting to appointments or filling prescriptions, the community resource specialist who builds and maintains a database of community resources connects the patient to transportation resources. This approach allows clinical team members to operate at the top of their clinical licenses without having important non-clinical needs slip through the cracks. This intensive care management model has driven major improvements in outcomes and produced significant ROI: ED visits, hospitalizations, and mortality rate have all declined, and the program saved $2.65 for every dollar spent. 14 Health Care Advisory Board Care Transformation Center

17 Multilevel Team Allows Coverage of Clinical, Non-clinical Patient Needs Primary Care Physician Exclusive clinical practice Time saved by team averages minutes per day Nurse Case Manager Average 200 patients in panel RN, 20+ years experience Primary contact for patient Community Resource Specialist Non-clinical background Handles non-clinical patient issues that interfere with clinical outcomes Additional Care Management Program Team Members Social Worker Pharmacist Patient Social Assistance Transportation arrangement Appointment reminders Community health resources Caregiver assistance Socialization groups Friendly phone calls to isolated patients Resource Coordinator Compiles repository of community resources Forges relationships with local organizations Fields direct patient requests Non-clinical Home Services Durable medical equipment ordering Medical device replacement Home care services Meals on Wheels Medical Director 1 Acknowledging and addressing non-clinical challenges outside of the normal primary care structure improves clinical outcomes, especially for the highest-risk patients. 1 Part of management team that includes Project Manager and Team Leader for Case Management. Three Key Elements for Successful Population Health Management 15

18 Sutter Health Integrate patient s values into the care plan You must also consider your relationship with patients when they are faced with difficult, complex medical decision-making. At no time is this more critical than when considering end-of-life care. Sutter Care at Home s Advanced Illness Management (AIM) program provides both curative and comfort care within a patient s home, then transitions patients to hospice as needed or desired. The AIM care team comprises nurses and social workers, who manage the home care, and a physician, who acts as a consultant. The physician creates the care plan with extensive input from the patient and family. The care plan is structured around meeting patient goals. We believe in person-centered goals, Sutter Care at Home s CMO notes. People want to be people, not be patients. A personal goal might be to sit at the dinner table every night with family. Clinical goals should emerge from and support these personal goals. The results are striking: Acute care hospitalizations are way down, and hospice use is way up, leading to a $2,000 decrease in per-patient monthly costs for those enrolled in the program. Patient and family satisfaction rates are up, as well proof that you can find real return in doing what is right for each patient. Incorporating patient input and goals can improve care planning and outcomes. 16 Health Care Advisory Board Care Transformation Center

19 Use community stakeholders to connect patients with high-value resources To truly improve the health of the community, you need to think beyond the patients who are in your offices and hospitals today. You need to find those who are at risk and bring them into the system so that you can begin to manage their underlying problems before they become acute. To do this, you will need to integrate more deeply into communities and partner with those who have influence within them. In Chicago, a multi-stakeholder task force including Rush University Medical Center, Sinai Urban Health Institute, and multiple community groups developed a plan to address diabetes in the 72-block Humboldt Park neighborhood, where incidence of the disease is double the national average. To identify residents at risk for diabetes, respected community members go door-to-door to conduct risk assessments, inform residents of their diabetes status and risk, connect those without a primary doctor to a local health care provider, and discuss healthy behaviors. A neighborhood Diabetes Empowerment Center reinforces the goals of the program, offering aerobics classes, a kitchen for healthy cooking demonstrations, nutritionist services, and more traditional diabetes education. More than 1,000 patients have been connected to primary care providers. It s not enough to treat the patients already in the system; to make a meaningful impact on community health, providers need to reach at-risk residents. Three Key Elements for Successful Population Health Management 17

20 CONCLUSION Future success will require a different playbook than the one health systems are operating with today. 18 Health Care Advisory Board Care Transformation Center

21 Are today s measures of success the same ones that will indicate strength in the future? You must think about building the assets, relationships, and skills that your system will need to thrive in a new environment. Not every organization is on the same transition path; each serves its own population and patient needs. We ll likely see many different roads forward the challenge is figuring out which one is the right path for your organization, the direction that best aligns organizational strengths with the needs of the community. Amid this change, health systems must maintain the heart of the business high-quality patient care. No other institution is more integrated into the community or holds more responsibility for the health of those living in it. Improving health is at the core of the mission and if you successfully build the population health management enterprise, you ll continue to advance the value you provide to those patients who rely on you every day. Three Key Elements for Successful Population Health Management 19

22 About the Care Transformation Center This piece is based on a larger research initiative on care transformation. We provide expert guidance to our members as they transform into large, integrated systems responsible for managing patients health across the entire care continuum. To learn more and access additional resources, visit advisory.com/caretransformationcenter. More Support on Care Transformation Crimson Population Risk Management Performance technology initiative that helps hospitals manage total cost and quality for defined populations including selfinsured employee plans and inform risk-based contract negotiations with payers. advisory.com/crimson Population Health Advisor Cohort-driven collaborative supporting the chief transformation officer combining in-person peer summits with ongoing, in-depth research and customized guidance. advisory.com/populationhealthadvisor Southwind Helps hospitals and health systems achieve full medical staff integration through physician practice management and consulting services addressing physician employment, physician practice acquisition, clinical integration, and alternative models of physician alignment. advisory.com/southwind 20 Health Care Advisory Board Care Transformation Center

23 Project Director Megan Clark Contributing Consultant Cabell Jonas, PhD Executive Director Lisa Bielamowicz, MD Project Editor Amy Levin Designer Vanessa Shkuda Sources ValentiK, A Hospital-Owned, Facility- Based Medical Home: Lessons from Ellis Medicine, presented at: The National Medical Home Summit, March 14, 2011, Philadelphia. Family Practice News, Patients Guide Each Other to Better Diabetes Control, available at: family practicenews.com/index. php?id=2934&type=98&tx_ttnews%5btt_ news%5d=51799 &chash=da03e20e36, accessed May 4, MassGeneralCare Management Program, available at: org/ caremanagement/, accessed: May 4, The Rise of the Private Health Information Exchange and Changing Role of Public Exchanges. ehealth Initiative and Optum Available at: optuminsight.com/~/media/ingenix/ Resources/White%20Papers/Rise_of_ Private_HIE_wp_09_2012.pdf. P4 Medicine at Ohio State, available at: accessed: April 25, Block-By-Block Program, available at: La Voz del Paseo Boricua, Diabetes Empowerment Center opens its doors to the Humboldt Park Community, available at: diabetes-empowerment-center-opens-itsdoors-to-the-humboldt-park-community.; all accessed May 4, Link to more resources on the MassGeneral case study: Health-Care-Advisory-Board/White- Papers/2011/Incorporating-a-Non- Clinical-Care-Team-Member-to-Tackle- High-Risk-Patient-Challenges 2013 The Advisory Board Company 26560

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